Task Force Spartan / TFSPARTAN

About Us

Our operations are completely self-contained, and highly disciplined, and represent our conscious effort to preserve client confidentiality and local sensitivities. Straying away from the traditional focus of direct military force, we provide a more subtle approach to sensitive matters and, where required, assist with humanitarian operations.
Capable of a cost-effective, rapid deployment of resources, we are confident that Task Force Spartan is the right choice for teams looking to source alternate forms of external assistance.

Our Core Principles:

• Integrity
  We demonstrate the highest degree of integrity in every aspect of what we do. We are committed to instilling professional and ethical behaviour in all our employees, teammates, and associates.

• Excellence
  We set the bar for the best-in-class operational excellence. We empower our people to deliver customer-focused solutions with the highest levels of professionalism and commitment to excellence.

• Teamwork
  We promote and support a diverse, yet unified team. While respecting the individuality of our people, we work together as a team to meet our customers’ goals. We deploy willingly to the most remote and dangerous regions, leveraging our unique skill set in support of our customers’ missions.

• Governance
  We take responsibility for our performance legally and ethically. We have a diverse Board of Directors that provides oversight and guidance to best serve our customers.

• Dignity
  We honour the rights and beliefs of our fellow associates, our customers, our employees, and the communities in which we operate. We treat others with dignity and respect.

• Innovation
  We value, encourage, and enable our employees, teammates, and associates to develop innovative and pragmatic solutions to real-world challenges.

Why Use Task Force Spartan?

We offer cost-effective quality solutions for our clients. The financial package is self-contained and invariably determined in advance of service delivery. We anticipate all the likely operational costs associated with the conduct of a project and can, therefore, provide a firm figure before entering a contractual arrangement.

Operational Capabilities

We are an operationally agile company that will directly address the legitimate requirements of our clients. We do this with our three main divisions, these are:

• Military
  This division encompasses the heart of TFS and is its main source of active income. Our initiative’s military division is responsible for a host of military and aid items. Such items include but are not limited to: advanced humanitarian aid, provision of military and civilian extraction operations, asset protection services, conflict de-escalation, combating organised crime, spaceborne reaction forces, inter and intra-planetary combat operations, and more.

• Exploration
  Our Initiative’s Exploration Division provides premiere path-finding services as well as expert jump point mapping, and active sector scanning. We are also responsible for mapping planetary locations for suitable settlement and colony build sites.

• Commerce
  The Commerce division of TFS is a multifaceted role and exists to serve the internal and day to day sustainment of organisational operations, however external contracts for shipping and mining may be extended for zones too hot for unarmed traders. This division conducts thorough risk assessments, comprehensive planning, and effective trade operations, as well as secure salvage and mining operations as dictated by UEE law.

OPERATIONAL POLICIES

This Charter of Task Force Spartan, as ratified on the Twenty Second of October of the year 2951 hereby sets aside the rules, regulations, and code of this organisation as determined by its founders.

Article One, Conduct and Expectations of Enlisted Employees:

Each employee enlisted in Task Force Spartan is expected to follow the rules, regulations, and conduct set forth under Article One and its following sections.

• I. An employee is expected to hold their self with honour, respect, and professionalism at all times.

• II. An employee is expected, while on the battlefield, to follow the orders of their superior officer to the best of his or her ability.

• III. An employee is expected to fulfil their designated position to the best of their abilities. In a competitive setting, an employee that is found to be under performing may have their individual performance reviewed by their section peers.

Article Two, Chain of Command & Positions:

Employee are subordinate to each officer in their command structure above them and are in command of each employee subordinate to themselves. Each employee is expected to rise to the expectations and duties of their station as set forth under Article Two and its following sections.

• I. Rankings and Positions are laid out thus, and in order from subordinate to superior:
  • a) Specialist – The lowest Rank within TFS and will be assigned to a section base on there skill set and roles they wish to fulfill. Will be a member of a 4 man/fighter squad during large Events or Missions.
  • b) Petty Officer – Employees who are experienced members and have accumulated an in-depth knowledge of their sector. Will oversee a 4 man/fighter squad during large Events or Missions.
  • c) Chief Petty Officer – Employees who have been assigned command of a Wing/Section during large Events or Missions.
  • d) Lieutenant – Employees who have shown that they can command a large Number of players and Coordinate them to be an effective fighting force to complete the mission Objective. Will oversee a large Ship and its fighter escorts during large Events or Missions.
  • e) Commander – Employees who are a founding of Task Force Spartan or a dedicated Long-Term Member of the organisation that have proven them self a loyal and invaluable member of the Organisation. Commander of a fleet during large Events or Missions.
  • f) Admiral – The Head of the Organisation. He oversees all decisions that effect the Organisation as a whole. During large events or missions, he will be overseeing the coordination of all units that come under the command Of Task Force Spartan.
  • g) Honourable Representative – Employee who are external from rank system and represent other units.

• II. An employee may be designated section leader if those in the section agree with the designation. A section must have at least four (4) members to be formed and must not exceed 8 members in total.

• III. When promoted to a position (Sergeant) that allows command of a section, it is the responsibility of the promoted employee to enlist their subordinates. An officer is encouraged to form tight bonds with specific members but can enlist any member subordinate to them for command directly before a mission unless a superior officer chooses otherwise. Section leaders are also expected to actively build game-play chemistry between members under their command.

Article Three, Code of Conduct & Punishment:

An employee enlisted in TFS may be subject to dismissal (removal from the mercenary unit) based upon infractions committed. Infractions are classified as outlined below:

A. Minor Infractions – In the event that a minor infraction has been committed by a member and there is sufficient supporting evidence of the infraction, the member will be given a written warning from a superior officer. If three (3) minor infractions are committed within a 30-day period, the offender is removed from the unit. If at the end of this period no infractions are committed, the earliest infraction will be removed from that pilot’s record.

• List of Minor Infractions:
  • i) Excessive use insulting or harassing language directed towards an individual or a group of people
  • ii) Excessive use of inappropriate language
  • iii) Excessive spamming or trolling
  • iv) Religious debates
  • v) Frequent insubordination during a competitive drop

B. Major Infractions – In the event that a major infraction has been committed by a member and there is sufficient supporting evidence of the infraction, the aforementioned member will be removed from the mercenary unit and banned from accessing the resources of the unit.

• List of Major Infractions:
  • i) Racial / ethnic harassment
  • ii) Sexual harassment
  • iii) Real-life violent threats
  • iv) Distribution of real-life personal information
  • v) Posting cheats, hacks, Trojan horses or malicious programs

These are the rules, regulation, and code as determined by the Founders of The Initiative, on the signing of this Charter, on the nineteenth of October of the year 2950. All who are enlisted amongst the ranks of The Initiative must abide by these rules or find themselves punished as set aside by the rules.

Code of Conduct Index

General

1. The role of Private Security Companies (PSC’s) is becoming increasingly significant and widespread due to the evolving nature of global risk. PSC’s seek to mitigate the clients’ exposure to risk across a range of factors.

2. PSC’s work in difficult and dangerous environments often in the undeveloped world and are sometimes armed. In these circumstances and because they also often act for Governments and/or NGO’s it is essential that legitimate PSC’s work within the framework of Planetary Hosts and UEE Law and set themselves their own high standard of ethics, conduct and procedures. These are set out in this document.

3. Adherence to this code constitutes an assurance of the operating standards, professionalism, and quality for:

• Clients
• Employees or subcontractors (“personnel”)
• Competitors
• International organisations
• Governments and their agencies
• Individuals
• Communities

with whom TFS comes into contact during its business.

4. This is a “living” document and will be responsive to changes in the law, international environment, and public opinion.

5. TFS intends to maintain a dialogue with a range of stakeholders, including:

• Governments
• International agencies
• Industry associations
• Other interested parties (including communities within which we operate)

6. This code covers the following areas:

• General principles
• Law and regulation
• Selection, training and vetting of personnel
• Behavioural standards, fair business dealing and quality assurance
• Rules for the use of force
• Relations with others in the field of operations (local population, governments, PSC’s)
• Working standards
• Equal opportunities
• Security sector reform
• Relations with clients
• Transparency
• Oversight and compliance

General Principles

7. TFS will only engage in legitimate security work which adheres to the principles of UEE Law.

8. TFS seeks to mitigate risk to their clients. Such work is, by its nature, defensive. TFS will only work for clients who commit to the norms of international law and behaviours. TFS will respect the sovereignty, rights of planets and will not accept an assignment that seeks to destabilise a country or community.

9. TFS does not condone, nor will it ever become involved in, the violation of human rights as embodied within the Universal Declaration of Human Rights and the UEE Convention of Human Rights.

10. TFS supports the principles of Security Sector Reform (see para 47).

Law and Regulation

12. In the absence of UEE or planetary regulation of PSC’s, TFS is bound by the following:

• 1. UEE Law
• 2. Planetary Law
• 3. Sectorial Law
• 4. Planetary Regulation
• 5. Armed Conflict Law
• 6. Contractual obligations and constraints

13. TFS will adhere to all applicable law and regulation. TFS personnel are required to report in full on any incident in which they are involved, or which they witness which might involve an unlawful act. TFS will investigate fully any such report, or complaints from third parties, to the extent that the operational environment permits.

14. Morally and ethically, TFS supports the development of PSC regulation within the UEE.

Selection, Training and Vetting of Security Providers.

15. All TFS personnel are selected in as thorough a way as possible

16. TFS will carry out a thorough check of each individual security provider application to include:

• Study of CV and cross-referencing
• Asking for and taking up references
• Checking of military and other professional records including discharge certificates
• Interview

17. Once selected each individual security provider will be vetted. This will involve:

• Background and criminal record checks
• Government vetting agencies (where appropriate)
• Medical assessment

18. Once accepted, security providers will then undergo induction and initial training. This will be followed by continuation training once on task, together with career development training. Periodic specialist training will also take place. The purpose of the training is both to ensure professional competence, efficiency and to develop skill and maturity to avoid overreaction and other traits that may lead to unnecessary incidents. All training includes instruction in UEE Law, Humanitarian Law and the Law of Armed Conflict.

Behavioural Standards, and Quality Assurance

19. The overall behavioural standard expected of TFS personnel is set down clearly and is monitored in considerable detail.

20. These standards are set with the requirement to always comply with relevant laws and engage in fair business dealings this includes:

• Professional and technical competence
• Restraint and maturity
• Honesty and integrity including professional ethics about financial irregularities, inducements, incentives etc.
• Compassion, respect, and dignity
• Discretion and confidentiality
• Full understanding of requirements and constraints of their current mission
• Social and environmental responsibility
• Cultural sensitivity

21. Ensuring these standards are met is the task of the TFS management structure and chain of command at all levels. A formal disciplinary procedure exists to deal with any deviation from the standards laid down and overall responsibility lies with the Joint Chiefs of Staff.

22. TFS will provide detailed training to ensure personnel understand the standards expected of them, such training will include without limitation specifics regarding anti-corruption, non-bribery, human rights and non-human rights.

Quality Assurance

23. The quality assurance ethos is fundamental to TFS’s operations. All personnel are encouraged to conform to the TFS Quality Assurance Programme, to comment on it and participate in the process to continually improve TFS perceived and actual performance as part of TFS Quality Management System (TFS QMS). The QMS ensures that reviews of all work in progress are carried out independently from the original source during operations/production. The qualitative approach incorporates all the core values laid out in this Code in the belief that this leads to increased personnel and client satisfaction which in turn leads to long-term competitive advantage.

Corporate Social Responsibility

24. TFS actively supports corporate social responsibility.

25. TFS takes a strong and dedicated interest in community affairs of the countries in which it is operating and endeavours to undertake all its projects in a socially responsible way. TFS personnel carry out an assessment of the potential human rights impact of its own projects and activities to mitigate such potential impacts, as well as rigorously opposing violation of human rights from whatever source.

26. Fundraising initiatives are carried out to fund low cost-high impact projects of an educational, reconstructive or community benefit.

Rules for the Use of Force (RUF)

27. Although TFS operations are protective, personnel often work in unstable and violent environments which necessitate the carriage of firearms. When TFS personnel are armed, they carry arms for personal protection, or the protection of those in their care.

28. All weapons are carried under the appropriate authority pertaining to the area of operations. All weapons and ammunition are procured legally and are transported and stored in a secure manner.

29. When weapons are carried, all TFS personnel will comply with the appropriate Rules for the Use of Force (“RUF”). TFS will always use minimum force. In the absence of specific RUF TFS will develop its own which will generally be based on those adopted by UEE Forces.

30. All personnel will be extensively briefed on RUF, and the principles of minimum force instilled in them. TFS’s personnel are experienced and trained in the use of firearms. Continuous training takes place in theatre with an emphasis on safety, accuracy, and restraint.

31. Where TFS personnel resort to the use of firearms, and regardless of whether this results in injury or death, they will make a full report on the incident in accordance with established reporting and review procedures.

32. Where injury or death results from the use of force or firearms, TFS will undertake an internal investigation in accordance with established procedures. TFS will cooperate with any lawful investigation undertaken by the governing authorities in operation.

Relations with others in the Area of Operations.

33. TFS promotes constructive engagement and cooperation with other organisations operating in the same area of operations.

34. TFS undertakes not to hinder the national community in humanitarian efforts and will help where possible.

35. TFS seeks to engage in constructive communication and cooperation with the governing authority and their security forces in the area of operation, and with any other official security forces working in that environment. TFS assures the confidentiality of any information received because of such relations.

36. TFS personnel respect the culture, religion and ethnic customs, human dignity and human rights of the communities and regions in which they work. They will to the best of their ability and wherever possible, rigorously oppose violation of these rights.

Working Standards.

37. Good working standards are crucial in the development of TFS and the potential of its personnel. Maintenance of appropriate remuneration.

38. TFS is committed to ensuring the best working conditions that the area of operation will permit.

39. In accordance with this principle, the level of remuneration is designed to ensure that quality work is appropriately remunerated and encourages loyalty and continuity.

40. There are many different occupational hazards associated with the nature of the work engaged in by TFS. Appropriate medical support including psychological assessment is provided to ensure the maximum possible attention in the event of serious incidents and subsequent injuries to personnel.

41. In line with these procedures TFS follows best practise by ensuring suitable insurance is always in place to cover medical issues, assets, and business risk.

Equal Opportunities

42. TFS recognises its responsibility for promoting equal opportunities and combating discrimination.

43. It seeks to ensure the full integration of all personnel in his or her working environment, regardless of his or her ethnic or social origin, colour, gender, religion, nationality, sexual orientation, or other distinguishing characteristics.

44. It seeks to ensure that its clients also recognise respect for these values in the working conditions made available to all personnel.

Relations with Clients.

45. By the nature of TFS’s activities its personnel may obtain information which may relate to the private lives or be potentially harmful to the interests or reputation of others. Great care will be exercised in safeguarding and using such information, which shall be kept confidential unless the performance of the duty or the needs of justice strictly require otherwise.

46. TFS will ensure its personnel:

*Are diligent, competent, and efficient in discharging their professional responsibilities and commitments.

• Do not participate in activities which may involve a conflict of interest without appropriate disclosure and approval.

Security Sector Reform.

47. TFS supports the objectives of security sector reform and where possible ensures that its capability development work is carried out in line with these objectives. The aim of security sector reform is:

“To help developing and transitional countries manage their security functions in a democratically accountable, efficient and effective way by initiating and supporting reform and providing appropriate education and training”. (FCO definition)

48. Key issues of security sector reform include:

• military disengagement from politics
• military disengagement from other non-military roles e.g. economic and social
• redefinition of security roles
• civilian policymaking, legislation, and funding
• development of a civilian/military interface and ethos
• regional defence and security policies and structures

Transparency.

49. TFS will maintain transparency as far as possible within two key constraints:

• Client confidentiality
• Standards required of a privately owned UEE registered limited liability company.

Oversight and Compliance

50. The oversight and management of all TFS’s operations is the responsibility of the TFS Joint Chiefs.

51. Each project has a clearly defined and responsible chain of command. The chain of command is responsible for the day-to-day implementation of the contract.

52. The development of business and general oversight of the company is provided by the Joint Chiefs. The Joint Chiefs consists of several senior military Personnel, diplomatic and commercial figures who provide guidance and advice to the executive management on request.

53. The TFS Joint Chiefs has established a Quality Management Review Joint Chiefs for day-to-day monitoring of the TFS Quality Management System. Trends and Statistics, HSE and other audit reports, are used to assess the continuing relevance of TFS’s quality management system over time and to ensure continuous improvement.